We think that we need to be really assertive and say, you know, hey, dad, you need to start

eating better, right? And a lot of us feel that urge to want to shout and we get frustrated

and we feel the need to put that out there. When in fact, people don't respond well to that,

right? They respond much better to gentler messages.

That's Dr. Vanessa Bonds, social psychologist, professor of organizational behavior at Cornell

University, and the best-selling author of You have more influence than you think. And so one of the

things that I often recommend is if you want to give someone advice, if you want to ask for something, if you want to influence them in some way, to not start by assuming they're immediately going to push back against you, but to actually start from a position of assuming they would listen to me if I presented things the right way.

Yeah. would listen to me if I presented things the right way.

I'm Michael Logel, founder and CEO of Crisp, the nation's number one law from growth company. I've built my business through practice, not theory.

Crisp started with just $500 to my name and has grown to over eight figures in revenue over the last few years,

earning a spot on the Inc. 500 list of the fastest growing private companies in America.

Our approach has been to take everything we've learned about generating massive growth within our own organization

and help the country's most ambitious and committed law firm owners do the same for theirs.

In each episode of this podcast, I sit down with innovative market leaders from the legal industry

and beyond to learn from those who thrive in the face of adversity, challenge the status quo,

and define what it means to be a true game changer.

Today, we're revisiting one of our most popular episodes from the podcast where I sat down with

Dr. Vanessa Bonds to discuss the implications

of underestimating or overestimating how much influence we believe we have, why facts are often

less effective at changing people's behaviors than social norms, and why the most effective

leaders view their influence as a responsibility.

There's a big difference in the research between people who think about power in terms of

...